January 2011

A reader writes:

I am a 27-year-old woman working for a well-known national company. My store manager tends to only hire women, and part of the reason I think is this: He frequently (several times a week) asks one of us to go get lunch for him. He never offers to buy us lunch. All of my other coworkers dutifully do it for him without complaint, because we are all afraid of possible retribution if we refuse (which by the way, might fall under the “quid pro quo” law?). He recently asked me to go get his lunch.

I asked him if he was buying (with a smile on my face, to show him I wasn’t being hostile). He said “Uh, if you want a burger, sure.” I asked where he wanted to go, and he named a place that is easily 2-3 miles away from our place of employment (and can have prices anywhere from $5-15.00!) and said I could get MY lunch wherever I wanted (implying that is, as long as it was as cheap as a burger). I told him we could have the food delivered and then went and asked everyone at the company what they wanted.

However, I am concerned about the legality and safety issues of this. He claims this is “part of our job”, but nowhere in the employee handbook does it detail that particular “job.” Also, since he requires us to stay clocked in while we pick up the lunch, what would happen if we got into a car accident or something and were injured (or God forbid, killed?)

I’m trying to gather some information about this before I call Human Resources so I can be prepared.

There are really four questions to look at here: Is this illegal, is your boss abusing his power, is this something your company’s HR department would care about, and what should you do about it?

1. First, the law. It’s not illegal to require employees to do things they don’t want to do or that fall outside their formal job description. You used the term “quid pro quo,” which I assume you meant in a sexual discrimination or harassment sense, but that term refers to implying that job benefits are contingent upon sexual favors … which isn’t happening here, unless “get his lunch” is some new sexual slang I haven’t heard yet.

Now, if he were asking you to run errands during an off-the-clock lunch break, you’d have a legal issue. But he’s paying you for the time you’re spending on it.

Of course, if you really think he’s discriminating against men in the hiring process, that’s potentially a legal issue — but also isn’t what you’re asking about here.

2. The law aside, is your boss abusing his power or otherwise being a jerk?

It’s hard to say from here. There are workplaces where it’s a normal part of the culture for the boss to ask employees to pick up lunch or coffee, or even run other personal errands, under the theory that part of your job is to help make your boss more productive.  And in this case, your boss is telling you outright that it’s part of of the job, which is often a good indicator that it’s part of the job.

As for it not being in your job description or in the employee manual, job descriptions are rarely exhaustively comprehensive, bosses can alter them at will, and they usually include something like “other duties as assigned” anyway. But certainly the general nature of your job comes into play here. You said this is a store, but I’m not sure what your particular job is. If you’re in a customer service position (or any entry-level position), it’s a lot easier for me to imagine this request being made of you than if you’re, say, a business analyst or the marketing director. So that’s relevant.

And of course, it’s possible that your boss is just kind of a jerk — that your getting his lunch has no discernible impact on his productivity, that it’s not part of a company-wide culture, and that he’s just abusing his power by treating you as his lackey. Again, it’s hard to say from here — but I would say to at least consider the other possibilities before you make up your mind.

3. Is this something your company’s higher-ups would care about? I don’t know. In some companies, this would be considered a bad use of employees’ time and/or at odds with their culture, and the manager might be spoken to. In other companies, no one would blink an eye at the manager’s behavior but would be alarmed at your actions in making a formal complaint about something they consider a normal part of doing business. I don’t know which of these categories your company falls into — and if you’re not sure either, your first step should be to gather more cues about that before you take any action.

But you could ask about the company’s policies on using personal vehicles for work-related business. Something interesting might come of that and at a minimum would answer your question about accidents.

4. All that said, what should you do about it?

If you feel strongly that you don’t want to get your boss’s lunch anymore, you can certainly try pushing back. If it’s interfering with your ability to do other work, say that: “I’m sorry, but I’ve got to get x and y done.” Or sit down with him and ask for clarification about your responsibilities and priorities; tell him you hadn’t realized that getting lunch for him was part of the job and you’re concerned about it cutting into your other duties. Tell him that when he asks you to get lunch, it means you have to neglect x and y, and ask if the company is okay with that.

But be prepared for him to just flatly tell you that yes, getting his lunch is part of the job, and that he doesn’t think it’s impacting your ability to do the rest of your work.

At that point, your options are:
(a) Escalate to someone above him, taking note of the cautions in #3.
(b) Continue nicely resisting and see if you can change his mind. This option comes with the risk that he’s going to start seeing you as a pain in the ass, which may impact your long-term prospects there.
(c) Decide if you’re interested in staying in the job, knowing that this will sometimes be a part of it. It’s your prerogative to decide that it’s not for you.

What do others think?

{ 42 comments }

If you’ve ever answered “What are your weaknesses?” with anything remotely like “I work too hard,” “I’m a perfectionist,” or “I take my work home with me,” I am here to tell you that these answers are not doing you any favors … because they’re transparent BS that make you look disingenuous.

My post over at U.S. News & World Report today is for you.

{ 54 comments }

We did a job search edition of short answer Saturday last week, but the questions keep piling up so here’s another one.

Should I offer to work for free so a company can try me out?

I am currently job hunting and a few days ago stumbled upon a position that was the perfect fit for my skill set, experience, and place. I have been job hunting for about a month now, and today thought of trying something new when following up since the vast majority of my follow ups illicit no response. I offered to come in and have the arrangement be a trial unpaid internship to familiarize myself with the operations of this organization and see if they like me. What are your thoughts on this approach? I’m thinking of using it more often, but wanted outside advice.

Unless this is a nonprofit, it would be illegal for the employer to accept. With the exception of nonprofits, the Department of Labor requires that unpaid work be primarily for the benefit of the volunteer, not the employer. And if it’s not, they can reclassify you as an employee and require the employer to pay back wages for all the work you did.

However, even if this weren’t the case, I’d be skeptical of this approach because (1) it significantly undervalues your skills, which would signal desperation to a company, which in turn would signal that you weren’t the best candidate, and (2) it would be a lot of work for a company to train and acclimate you for a month without knowing the investment would pay off for them in a hire at the end of it.

How do reference checks work?

When an employer confirms dates of employment shown for a job on a person’s resume, do they also start to ask other questions, like, why did they leave, would you hire him again, how was his general demeanor, etc., even if you don’t put a personal reference down for this company?

Yes. There is something called “employment verification,” which is just verifying that you did indeed have the job you said you had, for the dates you said you had it. But more common is a reference check, where an employer will ask about the quality of your work.

How wide should a salary range be?

A job description asks for me to send a resume and “salary range.” How big should this range be? $25,000-35,000? $25-27? $20-40? The description also mentions that there is an “attractive benefits package” — how should this be taken into account?

Ideally you wouldn’t name a range at all (see this and this), but if you have to, I’d go with a spread of $10,000-$20,000, depending on your salary level. (If you’re at $30,000, a spread of $20,000 is relatively large; if you’re at $120,000, it’s not.)

How long is too long for a cover letter?

How long is too long for a cover letter? I’ve done some hiring myself and I know that with stack and stacks of applicants, each bit of paper only gets so much time. I’m editing ruthlessly but it’s still about 600 words long. After graduating two and a half years ago and working for a restaurant in the meantime, I am still trying to get a job doing some kind of social research. I feel like my cover letter has a lot to accomplish– show why I want this job at this firm, show how my academic work and restaurant work make me a qualified candidate, and address that even though my work experience does not correspond perfectly to the announcement why I’d do an awesome job anyway. Is there an absolute cut-off where your eyes glaze over and you toss the whole thing in the trash?

Keep it to one page. And don’t cheat by shrinking the font size to get there.

Rejected after 20 seconds; how can this be?

I just applied for a recruiter position (I have 10 years experience) that was posted on a popular job board and in less then 20 seconds after I hit the send button, I got an auto response saying that while my credentials are impressive, I am not a good match but my resume will be kept on file. Maybe I am behind the times, but how can any company’s resume scanning software be that fast that in mere seconds it can determine that I am “not a good match”? Am I missing something here? A friend suggested that there is perhaps no actual opening and this company is merely resume harvesting. Thoughts? By the way, this is the second time this has happened (different companies though).

I have no idea. Anyone else want to weigh in?

Why do employers bother to interview if the job just dissolves in the end?

Why does an employer go through selecting and interviewing candidates if in the end the position ends up getting dissolved? I have interviewed for four positions in the last year and I felt very confident about my interviews at the end of each. After going through testing phases for some positions and interviews for others, I later received emails that said the company had terminated the position and they would not be hiring at that time. I understand that there are situations in this economy where a position may be dissolved in a company, but why go through the trouble of interviewing numerous folks and frankly, getting candidates’ hopes up?. I am just wondering how frequently this situation happens. As a job searcher, it makes me wonder if I just wasn’t the selected candidate and the company just took the easy way out of a rejection.

Yes, this happens. Sometimes it’s because there’s new financial news, or a reorganization, or priorities shift, and sometimes it’s because of disorganization/lack of communication. I can almost guarantee you, however, that it’s not a lie to avoid having to reject you — rejecting people is a part of doing business, and while employer don’t enjoy rejections, they don’t tend to give them panic attacks either. (Besides, if they were squeamish about rejection, they’d use the far more common coward’s tactic of just never bothering to contact you again.)

{ 38 comments }

A reader writes:

What is the proper form for a good resignation letter?

I’ve written them before and it’s easy when it’s a simple reason for leaving – but it’s a little complicated this time.  I used to love my job (and still love parts of it) but it’s morphed into something that’s not nearly as gratifying – and quite frankly I owe it to myself and my family to see if I can find a position which pays better.

I have nothing but respect for my bosses and the company so I want to be completely transparent about this – I have a sensitive position in a smallish industry and I wouldn’t put my resume out without letting them know.  I don’t want to find another position and then blindside them, and am happy to stay for a couple of months for the transition of finding and training my replacement.  They have a history of allowing this and I want this to go as smoothly for them as possible.

It’s a lot harder to resign when there’s no animosity – I tried to write the letter but it ended up being too long and too specific.

Basically what I want to say is that I need to start looking, use my time on the books for interviews…but I’m willing to stay until the end of March to help them transition if needed.  I just don’t want to do this on the sly – and if it wasn’t well received I’m certainly ready to leave effective immediately – but I want to give them the option because I don’t want to cause more disruption or inconvenience than necessary for them.

My reasons for leaving have been addressed and I am not hopeful anything will change so getting back out on the market is the next step.  I am on the edge of burnout and I want to do this now, while I am still effective and can do this professionally without negatively impacting my company.

I’m going to talk with them, but have the letter with me to present at the time to confirm my offer to stay for the transition if they so desire.

First, huge kudos to you for handling it this way. I wish everyone operated like this.

And I have an easy answer for you: Everything you’re trying to figure out how to put in writing is actually stuff you don’t need to put in the letter. That’s the stuff that you’ll say when you talk in person.

The letter itself is just a formality and should be very short. In fact, lots of people don’t even use them at all. They’re really just there to document that you did in fact resign your job. Your employer will keep it on file in case they ever need it for legal reasons — like if you later sue, or if you file for unemployment claiming you were laid off, or whatever.

So all the letter needs to include is the fact that you’re resigning and the date that resignation is effective — although most people add in a sentence of fluff to soften it as well.

I’m talking just two or three sentences — something like this: “After three years at XYZ Company, I’ve made the difficult decision to move on, and March 31 will be my last day. I’m grateful for the opportunities I’ve had here, wish the organization every success, and stand ready to help make the transition as smooth as possible.”

(In your case, because you’re flexible on the date, you could change that first sentence to: “After three years at XYZ Company, I’ve made the difficult decision to move on. I’d like to set my final day based on what works best for you; we can set it for any time between now and March 31.”)

And that’s it. The “meat” of the discussion is what you’ll say in person. The letter stays short and sweet. Good luck!

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A reader writes:

Our organization is currently in financial crisis, and therefore, we have laid off about two-thirds of our staff, keeping on those positions that are vital to keeping the company afloat for however long that may be. As a result, my position as HR rep has also been cut. It works out for me, as I’m a new parent and will appreciate some time with my new family, and my spouse earns enough to keep us afloat — so want to make it clear that there is absolutely no resentment from me.

The staff they have decided to keep on are good choices and reasonably selected, except for one. He is the most terrible manager — poor communicator, officious, cannot multitask and having a conversation with him is like pulling your own teeth out — I’ve learnt more about his job from google than I have from asking him. But he’s a kiss-ass. Yep, if an exec asks him to do something, he’ll do that particular task very well — only thing is, he puts in 40 hours dedicated to that one task, while the rest of us sit around with deadlines looming, waiting for him to get back to us-and then get half assed replies, inadequate data (if we ever get the data — most times, I go find it myself) and a hard time with it — rudeness, curt replies and moody cloud looms over him.

I, in my capacity as HR Rep and also as his co-worker, have raised this with his manager, who agrees that she knows he is a kiss-ass and a pretty inefficient manager. But his manager believs that he does have a can do attitude, and will get things done — only thing is, we as co-workers know he won’t, because he can’t multitask and only gets things done for those who he needs to kiss ass to. I have had numerous staff complain about him, and they all wonder why he is not being replaced, or why his assistant, who is so much more efficient than him, is not able to stick around instead. Unfortunately, his manager is adamant to keep him on because of her own workload being increased, and also, it’s easier than trying to recruit someone new….all comments I would typically fight against as a poor poor reason to keep such an employee on, but I am conscious that it may appear as though I’m so bitter about my lay off (I’m really not -truly!), that I am sabotaging him (he’s the only manager at my level sticking around).

Is there anything I can say in my last two months here, in your experience, that may open their eyes, or should I leave well alone, and let them figure it out by themselves? My company is a non-profit for which I have a lot of affection, but I am starting to think — hey, you guys will figure it out, don’t say I didn’t warn you…what do you think?

There are going to be a lot of people who tell you not to bother — that’s it’s not your problem, that it’ll somehow come back to bite you in the ass, that you don’t owe the organization anything.

I disagree. As a manager, I’ve been profoundly grateful for a discreet, professional heads-up about problems more times than I can count — and in almost every case, the person tipping me off could easily have decided it wasn’t their problem and stayed silent. Because they didn’t, I was able to ferret out and resolve problems way earlier than I might have otherwise uncovered them, sometimes with significant ramifications for the health of the organization. And at a nonprofit, where what’s at stake can be so important, it’s particularly crucial that managers operate with as much information as possible … let alone during a financially stressed time, where personnel decisions matter more than ever.

Does that mean that every manager will welcome your candor? Nope, absolutely not. But the good ones will. Furthermore, as a HR staffer, you have special standing to raise this kind of thing anyway — and possibly, depending on your exact role, an obligation to do so.

Now, should the manager be able to figure this guy out on her own? Probably, yes. But with mass layoffs going on, it’s possible her focus is elsewhere. It’s also possible that she’s just a bad manager and no amount of insight into this guy will change her actions, but you should still ensure that the organization does know what you know.

So fill in his manager (or, if you think his manager is hopeless, fill in someone above her with the power to do something about it). Be very clear and explicit about why you (and others) see things differently than the manager does. Say something like this, “I don’t have any personal agenda here other than wanting to see the organization succeed. I have nothing to gain by bringing this to you, but I’m doing it because I would want to hear this if I were you — and because I have a different window into something than you have, by virtue of our different positions. I know that in his dealings with you, Bob is responsive and on the ball. He is not that way the rest of the time. He is unresponsive, rude, difficult to deal with, does half-hearted work, and generally is an obstacle to getting things done. I see that he is very different with you and others above him, but it’s important for you to know that his performance is not acceptable when someone above him isn’t watching. You have told me that you believe he gets things done. I want to bring to your attention that this is not the case unless you’re watching. I strongly encourage you to investigate this for yourself and talk to others here, so that you’re armed with the full picture in assessing his performance and in thinking about his tenure. I won’t raise this again, but I wouldn’t have felt right leaving without making sure that you’re privy to this information before I go.”

You say this calmly and professionally, and then you wash your hands of it. You’ll have delivered the information as clearly and bluntly as possible, and from there, it’s up to the organization to decide how they want to respond to it. They may do nothing (which might explain why they’re flailing financially), but you’ll have fulfilled your obligation of ensuring that the information was relayed clearly and that you’re not leaving without sharing information that could help.

Now, I’ve seen enough of how people react to this topic to expect a flood of comments saying you shouldn’t bother, that it’s not your problem, and that you don’t owe your employer anything. And that’s certainly one way to approach it; lots of people choose that option. But I don’t want to operate that way, and I hope you don’t either. In my experience, calling it like you see it and speaking up even when the news is bad is sometimes a harder path, but if you do it right (professionally and with integrity), you will build yourself a stronger reputation than if you just walk away silently. And deservedly so.

{ 40 comments }

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January 26, 2011

Ask a Manager has a Facebook page now — connect to it here:

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{ 5 comments }

A reader writes:

I manage a girl who is a very hard worker. She goes the extra mile, never complains, stays late and always volunteers to help…but lately I have noticed she is getting lax on things like returning important emails in a timely manner or getting things done that I asked her to do. I know she is busy as we all are right now because we are understaffed and everyone is doing their best to fill the gaps. I also know she has some prioritizing and time management issues, she loves to do creative projects but she takes longer then I would like on them because she wants to make them perfect.

So here is my dilemma: Do I let it go with the excuse that we are all so busy right now or do I address it? I have been that hard worker on the other end of management and I know how it feels when you are outproducing other team members and things are still slipping through the cracks. Is it fair to hold her to the higher standard that she has set for herself even though the expectation is more than I could expect from other team members? She is pretty hard on herself naturally so I wanted to make sure I address this carefully.

Is it fair to hold her to a higher standard than others at her level? No. Should you be holding everyone to a high standard? Yes.

But first, before we go any further, I want to note that I can’t actually tell from your email what the quality of her work is like overall. You mentioned that she works hard and has a good attitude, and those things are great qualities. But they don’t actually get at core performance; it’s possible to work hard and have a good attitude and still not be doing a very good job. So you want to make sure that you’re looking at what she gets done, not just these (certainly desirable) characteristics that she brings to the job.

In any case … You should acknowledge the good things she’s doing (and also make sure that you’re a manager who gives regular positive feedback on an ongoing basis anyway), and ask her how things are going from her perspective, but you do also need to be clear about your expectations and where she’s falling short.

In particular, it sounds like you need to sit down with her to get better aligned. In this conversation, you want to (a) recognize the contributions she makes and the ways in which she goes above and beyond, and (b) explain that you’ve noticed her struggling a bit with time management and prioritization. Acknowledge that in busy, understaffed situations, it can be hard to know what things are the most important, so you want to get on the same page about how to prioritize things — and then lay out clear expectations around that. For instance, you might say that she should generally respond to emails with two business days (or less if something is important/time-sensitive), that X types of requests should be handled within a day or two and Y types of projects should be handled within a week, that she should proactively alert you if her workload ever means that those timeframes aren’t feeling feasible, and so forth.

Particularly in an environment that’s understaffed, she may just need clearer guidance about how to prioritize things, what things can be pushed back and what can’t, and how to handle it if she doesn’t have time for everything. It may seem obvious to you how she should be juggling everything, but it might not be obvious to  her. Sometimes when there’s more work than there is time to do it all, people may respond by making choices and trade-offs that are very different from the ones their manager wants them making — so you need to talk explicitly about it and get everyone on the same page.

Speaking of expectations, you mentioned that she sometimes takes more time than you’d like with a project, but does that mean she’s missing a clearly stated deadline or that she has a different idea than you do about an appropriate timeframe? If it’s the latter, start setting explicit deadlines. If it’s the former and she’s just outright missing clear deadlines, then part of your alignment conversation should include the need to take deadlines seriously — and if it continues after that, address it as a performance issue. Also, touching base on a project before its due date is a good idea too, so that you can check for alignment before the problem occurs.

Now, one last point, and it’s an important one: Is this really a higher standard than you’d hold other staff members to? If you’re not expecting other staff members to be responsive and on top of their work, then that’s a huge problem that you need to start addressing too. Responding to emails in a timely way, not letting projects slip through the cracks, and making good use of time are things you need to expect from everyone. It’s sort of a minimum, in fact. So if you’re not holding others to that same standard, it might explain why someone with a good attitude is becoming lax herself — she may be getting the wrong signals about expectations and accountability.

Good luck!

{ 43 comments }

Here’s a story I’ve been wanting to tell for a while — and it has a moral too, about how social media can help you get a job!

First, lest I send anyone in the wrong direction, let’s be clear on some of the ways that social media probably won’t get you a job:

  • Creating a Twitter account and waiting for prospective employers to approach you
  • Randomly sending your resume to hiring managers on LinkedIn
  • Creating an online video resume (for the love of god, please don’t)

But here’s how social media really could help you get a job:

  • Being a smart, thoughtful commenter on blogs in your field
  • Possibly creating an awesome blog of your own and making sure people know about it
  • Not neglecting the traditional pieces of a job search — writing a great cover letter, doing a strong interview, etc.

Now, here’s the story. Last month, while screening candidates for a job I was hiring for, I received a cover letter that easily stood out as the best I’d received for that position so far. And at the bottom of it was a name I recognized as a frequent commenter here.

We talked. The fit wasn’t quite right for that particular role, but I told her about another opening that was about to become available. We talked some more. And today was her first day in that job.

So, what went right here?

For starters, she was legitimately a strong candidate. No good employer is going to hire you on the basis of your social media presence if you’re not also a strong candidate offline too. So obviously, first and foremost she was qualified — but so were lots of other people applying for that same position.

Next, because of the connection she’d built with me through her comments here and some emails we’d exchanged as a result, I already knew her to be smart, thoughtful, curious, and driven. All good things that immediately moved her to the front of the pack. Not that other candidates couldn’t have been those things too, but through those things she’d done before we were ever talking about employment, she’d made herself something of a known quantity, in a way that’s a huge benefit when you’re applying for a job.

(Being a known quantity matters because when a hiring manager knows from direct experience that you’re reliable, competent, sane, etc., they’ll almost always prefer you over a similarly qualified candidate who is a stranger. That’s because you can never get to know someone as well in interviews as you can in other contexts; the candidate who interviews well can end up being flaky, disorganized, difficult to work with, and all sorts of other problematic things that someone can hide during the hiring process. But if you’ve been interacting with someone for a while, outside of the hiring process, you can be more confident about who you’re really hiring.)

Third, her blog provided further illustration of the fact that she was smart, a good writer, intellectually curious, and so forth. Having months’ worth of smart blog posts to look at can be pretty revealing when you want to get a better sense of someone.

And fourth, she didn’t rest on “knowing” me through the Internet. She put a ton of effort into writing a compelling cover letter and presenting herself as a highly qualified, engaging, and driven candidate.

So there’s our moral: No matter what industry you’re in, there almost surely are dozens of blogs and websites where people with an interest in your field gather to share information and ideas. Take part in the conversation there. (And maybe don’t be anonymous; you don’t need to use your real name, but it’ll help to have a regular handle you use rather than posting as Anonymous, so that people are able to connect your comments as all coming from one particular person.)

If you’re smart and thoughtful in your comments, you’ll build credibility as someone with an interest in and passion for the topic. At a minimum, you’ll probably connect with additional people who you can call on when you’re seeking professional advice. And it turns out, you might get a job offer out of it some day.

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Just came across this and thought you guys might find it interesting.

In January 2007 — before Ask a Manager existed — I was feeling antsy about the many ways in which I was seeing job candidates torpedoing their own chances. Itching for an outlet to rant about it, I wrote this article for The Washington Post — much of which will probably sound familiar to regular readers.

Once unleashed, I apparently couldn’t stop — and Ask a Manager was born four months later.

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The absolute best way to kick ass in a job interview is to practice the hell out of the questions you’re likely to be asked.  (Well, and to be highly qualified.) Over at U.S. News & World Report today, I list the 10 most common questions you’re likely to be asked in an interview — which are thus the 10 you should rehearse and rehearse and rehearse.

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